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The purpose of this study is to discuss the way future workplaces may operate and how careers will be developed under possible extreme scenarios.

We propose a thought-provoking conceptual discussion of the challenges for people’s careers under such scenarios.

We identified four such possible extreme scenarios and elaborated on the theoretical knowledge regarding the essence of each scenario. We discussed their impact on future workplaces in general and on careers in particular. These are (1) highly developed artificial intelligence and other cyber entities; (2) massive immigration due to wars, refugees and other forces; (3) widescale de-globalization; and (4) major global recession.

Employing the career ecosystem and sustainability theories, we identify possible outcomes and implications for theory as well as practice of managing careers under these extreme scenarios. This offers a novel perspective for individuals, organizations and policymakers at national and global levels.

Human Resource Management (HRM) is a critical organizational function, which has continued to evolve. We aim to explore how different HRM will be in the workplace of the future and why, from both strategic and practical perspectives. We present and discuss core HRM practices, such as recruitment, selection and training, as well as peripheral activities, such as monitoring health and safety, and diversity management, reflecting on how they may transform in the workplace of the future.

This is a conceptual thought piece, building on the Substitution, Augmentation, Modification and Redefinition (SAMR) model, to offer a futuristic view of HRM in the era of AI.

Discussing the contemporary challenges of Artificial Intelligence, which we predict will lead to what we term Cyborging HRM.

This study can help HR managers and practitioners to be prepared for AI-embedded HRM systems in the future. For academics, it offers an innovative framework to establish future writing on HRM in the AI era.

AI is pushing HRM and the profession will have to undergo a revolutionary rather than evolutionary transformation in order to remain a necessary and valuable function for organizations. Our elaboration of the SAMR model and suggested implications for the future transformation of HRM should be worthwhile to organizations, management and the wider society.

Gender-based discrimination (GBD) in the workplace is a worldwide phenomenon. Both developed and developing states face this issue at different levels and magnitudes, though in the latter, it is more prevalent. We explore the overlooked possible root causes of workplace GBD.

Employing qualitative methods, data were collected via semi-structured interviews from 40 women employed in the service sector in Pakistan and the UK. Data underwent thematic analysis by applying the Gioia method.

Using ambivalent sexism theory to underpin our approach, we conclude that educational institutes, especially single-gender ones, could be among the primary reasons for GBD in Pakistani workplaces, but not those in the UK, where it is less prominent. We identify common factors that challenge this theory and point out current social, industrial and economic situations that link with such single-gender education.

This study can help “institutionalize” (establish policy and practice as organizational culture) a discrimination-free workplace and assist relevant stakeholders by facilitating policymakers and government agencies to more deeply understand causality and take corrective and preventative action against GBD.

The findings contribute to the studies of gender discrimination and educational provision by elucidating previously overlooked possible roots of persistent GBD.